the hotelier’s handbook to managing guest expectations ... · pdf filethe...

The Hotelier’s Handbook to Managing Guest Expectations

in the Digital AgeEBOOK

http://www.sojern.com

Sojern 2

Introduction

Chapter 01 Guest Expectations 101

How Guests Form ExpectationsOnline EffortsOffline Efforts

Chapter 02 Setting the Right Expectations

HonestyFocus

Chapter 03 Managing Disappointment

Online EffortsOffline Efforts

Chapter 04 Impressing Guests in the Digital Age

The Path to Exceeding ExpectationsFuture of Guest Expectations

Conclusion

The Hotelier’s Handbook to Managing Guest Expectations in the Digital Age

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Table of Content

The Hotelier’s Handbook to Managing Guest Expectations in the Digital Age Sojern 3

Introduction Juggling online reviews from numerous travel websites, social media mentions, and the ever-increasing demands of the modern traveler can feel like an uphill climb.

Get the tools and expert advice needed to set and manage guest expectations in Sojern’s eBook, including:

• How content on your website and OTAs’ drives guest expectations

• Top tips for managing negative reviews

• The latest trends for impressing guests throughout their experience.

With the insights from this eBook, meeting and exceeding guest expectations just got a whole lot easier.


We know the saying—you only get one chance to make a first impression. But gone are the days when you had the chance to make that first impression on guests. Thanks to social media, third party websites, and online reviews, guests’ expectations are set early on, and often, by others:

In this first chapter, we’ll walk you through the basics of guest expectations; where they get set, when, and how.

77%

80%

53%

of travelers usually or always reference reviews before choosing a hotel.

of travelers read at least 6-12 reviews before booking a hotel.1

of travelers won’t book until they first read reviews.

Guest Expectations 101

CHAPTER

01

Sojern 5 The Hotelier’s Handbook to Managing Guest Expectations in the Digital Age

How Guests Form ExpectationsThere are two major types of expectations that guests set: explicit and implicit:

Explicit ExpectationsIf your hotel ad promises a king size bed with a view of the ocean, you’ve set explicit expectations for your guest. These are, typically, easier to manage because they are more objective in nature. It’s very clear if you deliver what you promise or not.

WHERE EXPECTATIONS ERODE

Let’s say a guest books a room with an ocean view, but for whatever reason, is provided with a mountain view. As nice as a mountain view is, if it’s not what the customer believes they were promised, you’ve not met their expectations.

Implicit ExpectationsImplicit expectations are more subjective in nature and are usually formed based on your brand, location, or messaging. Implicit expectations can be harder to understand and manage.

Carla Rey, Hotel Manager of 320 Guest Ranch, struggled with such an implicit expectation: “We operate more like a resort, though we are definitely not a resort—we’re a ranch with different cabin types. There is no swimming pool or spa, but when people hear the word ‘ranch,’ they have a million different pictures in their minds.”

WHERE EXPECTATIONS ERODE

If a guest expects a ‘luxury spa’ but only has access to a hot tub, managing their expectations is more of an uphill task. Without clearly defining what you have or leaving your amenity descriptions vague, you can face a number of challenges managing expectations.


1 2 3 4

Your WebsiteDriving in-market travelers to your website is a great way to set expectations early on, since you control your website, and the messaging therein. The majority of hoteliers see driving direct bookings as the future of their businesses for this very reason.3

Need help improving your hotel website? We’ve got another eBook to help.

Online Travel Agents (OTAs)When guests book through OTAs, their expectations for the property and the stay will be set by the messaging and images on a third party site. If the OTA passes incorrect information, or the reservation needs changing, it can cause unnecessary confusion and potentially a negative experience with your brand.

Social MediaTravelers praise and complain about their experiences on social media. What others say about you and what you say about yourself on social media also contributes to guest expectations.

Review SitesWith 80% of travelers reading at least 6-12 reviews before booking a hotel, reviews shape what guests expect when they come to your hotel.4

Online DriversThere are a number of factors that contribute to the formation of guest expectations, including those that guests first encounter online. In fact, more than half of US consumers surveyed say that their customer service interaction now begins online.2 Major drivers that set expectations online include:

http://www.sojern.com/ebook/creating-a-website-that-converts

Sojern 7 The Hotelier’s Handbook to Managing Guest Expectations in the Digital Age

1Word of MouthWith 92% of consumers trusting recommendations from people they know, word of mouth remains ever-important—a friend may ask for a hotel recommendation in Atlanta and hear about your property.5 The friend, then, begins to set expectations with their description of your property.

2Customer ServiceIf a guest calls or emails with a question before booking, expectations begin to be set. Are you responding to emails within 24 hours and keeping your hold time to a minimum? Response times go a long way to set guest expectations.6 Then, once the guest enters your property, the staff interactions can truly make or break the experience.

3Onsite ExperienceDo you go above and beyond to ensure that you deliver at every point of a guest’s stay? Do you greet guests when they walk in the door and make sure they have a comfortable trip back to the airport? From the moment guests arrive, expectations begin to form.

Offline DriversWhile roughly half of customers start their experience with a brand online, there are still a significant portion of guests creating and setting their expectations offline, through drivers such as:


1 2

With so many factors and outside parties setting guest expectations, Chapter Two digs into what you can do to take back control for your property.

But this doesn’t mean promising the moon—you need to set the right expectations for your property and your potential guest.

Two pillars in setting accurate and achievable guest expectations:

Focus Your Message

Embrace Your Unique Offerings

To thine own self be trueHamlet

“”

Setting the Right Expectations

CHAPTER

02


Embracing Your Unique Offerings We all know the saying, “honesty is the best policy,” and it definitely applies to your hotel and its offerings. If you talk about your features in terms of “high-end luxury” but don’t have a large spa or decadent restaurant, managing guest expectations will be a constant challenge.

Instead of over-promising, focus on your best qualities.

For example, Carla Rey from 320 Guest Ranch set a goal to manage their messaging in order to better explain their unique ranch offerings. They updated content on their website and infused that messaging into their ad campaigns. They then further partnered with Sojern to deliver that message to travelers specifically looking for that type of accommodation.

320 Guest Ranch is clear that their log cabins are perfect for two—they don’t hide, but rather highlight, the intimate nature of their cabins.

Acknowledging that their offerings aren’t typical is a great way to manage guest expectations—especially those who are expecting a ‘spa’ like ranch. Their description not only makes sure guests know what kind of experience they’re getting, it’s inspirational—crafting a story around the unique and fun experience.


Focus Your Messaging Rather than promising guests everything all at once, simplifying and focusing your message on your top amenities is a great way to set guest expectations. COMO Metropolitan Miami, for example, offers an upscale, beachside experience to their guests and this messaging resonates throughout all of their marketing.

With South Beach, Miami’s reputation for great beaches and even greater parties, the area is littered with hotels catering to Spring Breakers and the like. But COMO Metropolitan Miami Beach is not one of those hotels. Instead, they cater to a luxury crowd. In order to deliver the best to their guests, COMO Metropolitan Miami Beach focuses their advertisements and amenities to ensure that their property attracts their ideal guest.

Their messaging is clear and focused from every aspect of their website and advertising—they are a sophisticated, modern retreat.

All of their amenities and offerings are tailored around that image—from their award winning restaurant to their luxurious spa.


Managing Disappointment

CHAPTER

03

70%

of travelers report they’re less likely to book a hotel with aggressive, defensive

responses to bad reviews.

Negative reviews and disappointed guests happen, but how you respond to those occurrences can truly make or break you.

Staying positive throughout is key:

Chapter Three digs into how you can manage bad reviews, disappointed guests, and how to learn from these experiences.

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Social media is an easy go-to for ranting or raving about a company, and hotels are no exception. We’ve talked before about the importance of maintaining a strong social presence for your property. The good news is, that among hotel guests who posted something about their stay on social media, 75% of the posts were positive, compared with 13% that were negative.8

However, if you do receive negative comments, you don’t have to just accept it. If you monitor your social mentions, you can respond more quickly to customer complaints. If someone takes the time to reach out via social media, chances are you can turn that disappointment around.

Getting a bad review doesn’t mean the end of your online reputation. Rather, it’s a great opportunity for learning and for transforming that guest from an adversary to an advocate. Experts recommend a three-pronged approach to responding to negative reviews:

1. Time is of the essence—try to respond within 48 hours of a review.

2. Remember, they’re still a valued guest—be respectful and do your best to listen in an open and positive manner.

3. Reach out—if possible, take action and address the guest’s complaint or concern.9

You should try your best to respond to negative reviews, but you don’t have to respond to everything everyone says.

SocialMedia

PrepareStaff

Online EffortsReading about a negative guest experience online may feel disempowering—what can you do to respond to seemingly anonymous comments made after the fact? Having a focused and strategic plan for your online efforts is key, including:

Responding to 40% of reviews is effective in helping your guests and your bottom line. Anything more has diminishing returns.10

http://www.sojern.com/blog/the-hoteliers-guide-to-social-media/

http://www.sojern.com/blog/the-hoteliers-guide-to-social-media/


Response ExampleFor the complaints that you choose to address online, here are some tips:

• Address each point of the complaint rather than a general apology — it shows you’ve been thoughtful about your response.

• Look into the guest’s stay and see if there were any outstanding issues that could have led to the complaint. Was the hotel at capacity and therefore you couldn’t move an unhappy guest to another room? Explain the situation.

• If a complaint is vague or you want more detailed information, it may be best to take the conversation offline.

• Be empathetic, but don’t feel that you have to apologize for absolutely everything. Some pieces of feedback require an apology or action, others don’t.

• Thank them for the feedback and invite them back.

We liked this response from Stan Kott of the Maxwell Hotel and City. He addresses all the pain points, apologizes when it is called for, and explains any extenuating circumstances.

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After a guest has raised a concern, respond as soon as possible either in person, over the phone, or via email using the following three-pronged approach:

1. Acknowledge their issue or complaint: “Your experience wasn’t up to our standards.”11

2. Be empathetic: “I can see why you were concerned.”

3. Offer a resolution: “I have reached out to our housekeeping manager who is aware of the issue and is doing X to rectify.”

Excellent service goes a long way in meeting and exceeding guests’ expectations. Marriott, for example, trains every staff member—from maintenance, to housekeeping, to the concierge desk—to reach out and connect with guests.12

If every member of your staff is looking for opportunities to make a guest’s stay more comfortable, this high-level of service can translate into greater guest satisfaction. Offering reliable service that solves guests’ problems and responds enthusiastically to their needs creates repeat customers.

Connecting with

Empathy

PrepareStaff

Offline EffortsSometimes more traditional methods are the most effective—especially when it comes to customer service, including:

Handling a guest’s complaint quickly and smoothly can also transform someone who might not stay with you again into

an outspoken supporter of your hotel or brand.

The Hotelier’s Handbook to Managing Guest Expectations in the Digital Age


Impressing Guests in the Digital Age

CHAPTER

04

As hotel guests increasingly come to expect amenities that used to be special perks, such as free Wi-Fi, complimentary

breakfasts and premium bed linens, the industry may be reaching a customer

satisfaction plateau.13

“

”

Know Your Guests

Personalize Their

Experience

Drive Direct Bookings

Beyond just managing guest expectations, it’s important to think about what you can do to impress guests—going above and beyond.

In Chapter Four we highlight the best path for impressing guests and creating repeat, loyal customers:

Step One Step Two Step Three


The Path to Exceeding Expectations Step One: Know Your Guests

Knowing your guest is the first step in exceeding their expectations. The more you know about them, the better you can tailor their experience to what’s important to them. If they are traveling with their family, for instance, they’ll have different wants and expectations than a single traveler on a business trip.

TOOLS FOR KNOWING YOUR GUESTS:• Monitoring your social media mentions is

a good way to know, broadly, who your guests are, their interests, and what they like about you.

• Having a Customer Relationship Management (CRM) system allows you to track customer purchases and historical preferences, but you can go beyond collecting basic guest information. Use your CRM to collect optional information from their direct bookings, like interest in proximity to the elevator, preference for smoking vs non-smoking room, or whether they had breakfast included.

• Communicating via a survey allows you to poll your guests, and thereby work towards knowing them.

• Using free Sojern Insights to give you a deeper view into your customers and who’s searching and booking properties in your area, including by age, gender, party size, and travel purpose.


Step Two: Personalize Their ExperienceNearly 60 percent of travelers are significantly more satisfied when they feel that their hotel stay is personalized.14 Personalization can occur through the option of an exact check-in time, personal content presented in-room, such as a welcome note, or access to local travel guides in their native language.

Creating a personal experience, then, is step two to exceeding a guest’s expectations—as you can see, knowing your guest is crucial to actualizing this second step. But how can you personalize the experience for every guest without feeling overwhelmed?

Step Three: Drive Direct BookingsOnce you know your guests on a deeper level, you can market directly to them with email loyalty programs, driving them to revisit your website and book again. To reach new guests, work with a travel marketing data partner—like Sojern—who has access to search and reservation data in your area, and can help match your property with target audiences and drive them to your site to book.

Further, if you know your audience and have their information—because they’ve booked direct—you can upsell. Upselling guests isn’t just great for your bottom line, it can really make the guest experience better. Having an amazing spa appointment or outstanding breakfast—even it if it’s an add on—can turn a nice stay into a spectacular one.

Live chat through a chat bot, or being able to text a concierge person, means that guests get personal interaction.

Give your staff the freedom to be creative in their pursuit of a personal experience. Our favorite example is Hotel Indigo in San Antonio and their response after a guest asked for a photo of Nicolas Cage on her pillow. The hotel came through and the customer posted all about it online, bringing lots of attention to the hotel and their sense of humor.

HelpfulTech

People Power

15


Future of Guest Expectations While we don’t have a crystal ball to reveal the future challenges of guest expectations, industry reports are making their predictions through to 2030:

Investing in tech isn’t the only way to prepare for the future—ensuring your staff is trained and engaged for guest relations is also crucial:

61% 58% 47%

said hotels will offer 24/7 virtual

concierge services.

believe smartwatches and mobile payments will become popular.

feel that personal mobile travel guides

will be available.16

Hotel staff members who can handle problems with ease, provide reliable service, and be responsive to customers’ needs represent an enormous competitive advantage. Gallup analysis

suggests that hotels would be far better off if they cut amenities that customers don’t value and invested those savings in selecting and developing employees with the right talents and problem-solving

skills to engage guests with world-class service.17

“

”You can start working on this 2030 plan by ensuring you’re investing in tools and people that can handle the ever-increasing list of guest expectations.


ConclusionUnderstanding your guest, what they’re expecting in their experience, and marketing to them, is the future of managing guest expectations. After you’ve found them, drive them to your website. Only on your website can you can set and control your messaging, amenities and, thereby, expectations.

To achieve sustainable, long-term growth, hoteliers must

develop a deep understanding of the type of customers they want to attract, then offer an experience that is tailored to

that specific group.Dr. John Timmerman, Chief Scientist of Customer

Experience and Innovation & Daniela Yu, Marketplace Practice Research Manager and Database Lead at Gallup18

“

”


Drive Bookings with SojernSojern’s RevDirect™ helps independent hoteliers generate revenue growth by driving direct bookings to your website. You only pay commission on direct bookings after the traveler has completed their stay.

We Do the Work for YouSojern promotes your property to travelers planning to visit your market, without charging anything until a booking on your website results in a completed stay. There’s no catch, and you can cancel at any time.

Raise Brand AwarenessMarket your hotel website with a highly-targeted, digital advertising campaign, complementary to your current marketing efforts. It’s always on, building brand awareness for your hotel.

Real-Time IntentPut your property’s website in front of travelers that have already shown intent to come to your destination or hotel, increasing the likelihood that they will book now.

Direct BookingsAllows you to take control of the customer experience from beginning to end.

Visibility & ControlEasy access to your Sojern account to view performance results, reconcile bookings, and manage your account.

BOOK


NOTES1 TripAdvisor Insights. “24 Insights to Shape your TripAdvisor Strategy.”2 Parature, from Microsoft. “Global State of Multichannel Customer

Service Report.”3 TripAdvisor. “6 Key travel trends for 2016.”4 TripAdvisor Insights. “24 Insights to Shape your TripAdvisor Strategy.”5 Cision. “5 Social Media Audiences Brands Cannot Ignore.”6 Parature, from Microsoft. “Global State of Multichannel Customer

Service Report.”7 TripAdvisor Insights. “24 Insights to Shape your TripAdvisor Strategy.”8 J.D. Power Press Release. “Hotel Guest Satisfaction Plateaus as

“Perks” Become Standard Expectations, J.D. Power Study Finds.”

9 Travel Media Group. “How to respond to negative reviews on TripAdvisor.”

10 Anderson, Chris and Han, Saram. Center for Hospitality Research Reports. “Hotel Performance Impact on Socially Engaging with Customers.”

11 Palloni, Bob. “Top Five Ways to Exceed Hotel Guests Expectations.” Skyware.

12 Edwards, Gary. “What retailers can learn from the hospitality industry.” Retail Customer Experience.

13 J.D. Power 2016 North America Hotel Guest Satisfaction Index Study.14 TravelAge West. “Hotel Guests’ Expectations Rise With Room Rates”15 Imgur. January, 2015. http://imgur.com/gallery/N9D1G16 Intelity. “Asking for the Moon: Hotel Guest Expectations are Growing”.17 Gallup. “From Economy to Luxury, What Matters Most to Hotel Guests.” 18 Gallup, “From Economy to Luxury, What Matters Most to Hotel Guests”


Sojern is the travel industry’s leading performance marketing engine. Through Sojern’s Traveler Platform and billions of traveler intent data

signals across online and mobile channels, we put more heads in beds, travelers in seats, and tourists in towns for our clients worldwide.

Connect with us today to learn more! www.sojern.com



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